Abstract
Orientation: Multi-stakeholder contracting provides a platform for the coaching stakeholders: the individual being coached (client), the organisation (sponsor and line manager) and the coach for achieving aligned outcomes within executive coaching. Contracting is not optimally implemented by stakeholders in all three phases of executive coaching (commencement, execution and conclusion).Research purpose: The research’s purpose was to develop a guiding framework for multi-stakeholder contracting in each of the three phases of coaching.Motivation for the study: Stakeholders ensure outcomes achievement for the individual and the organisation in executive coaching. Limited research exists relating to the contractual elements and practices implemented by stakeholders during the three phases of coaching.Research approach/design and method: A qualitative, inductive, exploratory approach using purposive sampling was used to identify 12 participants, consisting of three: executive coaches, clients, line managers and sponsors from three corporate organisations. Participants were interviewed using a customised interview guide categorised into the three coaching phases.Main findings: Findings showed that contracting was included at the commencement coaching phase. The study indicated the advantages of contracting in all three coaching phases with all stakeholders emphasising phase-specific accountabilities.Practical/managerial implications: A guiding framework for multi-stakeholder contracting for each of the three phases of coaching could assist stakeholders; in particular human resource practitioners when contracting for executive coaching.Contribution/value-add: Outcomes alignment at the commencement phase, agreement on progress and results feedback during the execution and conclusion phases are enabled by implementing the guiding framework for multi-stakeholder contracting offered by this research.
Highlights
Problem statementKey focus Contracting challenges in the three phases of executive coaching impact outcomes alignment among stakeholders and the support from the line manager (Ogilvy & Ellam-Dyson, 2012) and sponsor (Lee & Frisch, 2015)
Second three-way session Line Manager B describes the last three-way session as a reflection on what had transpired during the coaching – the completion of the formal coaching
This session is an effective feedback mechanism for the client pertaining to coaching progress and outcomes achieved: ‘I have seen a change in his behaviour, gave feedback to him; areas that he needs to continue focusing on.’ (Line manager B, male, human resources executive)
Summary
Problem statementKey focus Contracting challenges in the three phases of executive coaching impact outcomes alignment among stakeholders and the support from the line manager (Ogilvy & Ellam-Dyson, 2012) and sponsor (Lee & Frisch, 2015). This challenge, namely, the ‘duality of client’ role of the coach (Kahn, 2014), correlates with the systemic perspective of coaching (Drinnan & Hutson, 2007; Koortzen & Oosthuizen, 2010; O’Neill, 2000), where the coaching is delivered within the team and organisational systems (Stout-Rostron, 2012) This is supported by Kilburg (2000), who describes executive coaching as a helping relationship, assisting the client to achieve mutually identified goals, to improve professional performance and personal satisfaction and to improve the effectiveness of the organisation within a formally defined coaching agreement. Despite the benefits of multi-stakeholder contracting in executive coaching, limited research has been produced the last few years (Fillery-Travis, 2015; Stern & Stout-Rostron, 2013)
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